The Clearinghouse at PON offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. The Stakes of Engagement is a two-party, multi-issue, scoreable negotiation regarding a prenuptial agreement, calling for a balance of substantive and relationship concerns.
Marlene Mayberry and Jacques Parker are young adults planning their marriage. After … Read Negotiating love birds 
The Clearinghouse at PON offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. Trask Divorce is a two-party, multi-issue negotiation between lawyers representing a divorcing couple regarding alimony and financial support for a special-needs child. This simulation involves ethical issues.
Scenario: Kate and Bill Trask are in the midst of divorce proceedings. … Read Divorce Negotiations
Access to multimedia content is rapidly increasing throughout the world, with videos and short clips permeating our daily life – whether in gas stations, on ATMs, cell phones, or mobile entertainment devices. We are consuming, producing, and interacting with videos more now than ever before: YouTube is the third-most visited website on the Internet, the … Read Making and Using Films to Teach Negotiation
The Program on Negotiation Graduate Research Fellowships are designed to encourage young scholars from the social sciences and professional disciplines to pursue theoretical, empirical, and/or applied research in negotiation and dispute resolution. Consistent with the PON goal of fostering the development of the next generation of scholars, this program provides support for one year of … Read More
Adapted from “Managers: Think Twice before Setting Negotiation Goals,” first published in the Negotiation newsletter.
The next time you’re tempted to dangle performance incentives in front of your employees, think about whether it could backfire.
As an illustration, let’s look at Major League Baseball manager Joe Torre’s renegotiation with the New York Yankees in October 2007. Torre … Read When incentives strike out
Adapted from “Matching Rights: A Boon to Both Sides,” by Guhan Subramanian (professor, Harvard Business School and Harvard Law School), first published in the Negotiation newsletter.
As dealmakers look for more sophisticated ways to reduce risks and increase returns, a matching right—a contractual guarantee that one side can match any offer that the other side … Read Know your rights!
Adapted from “Team Negotiating: Strength in Numbers?”, first published in the Negotiation newsletter.
According to conventional wisdom, when it comes to negotiation, there’s strength in numbers. Indeed, several experimental studies have supported the notion that you should bring at least one other person from your organization to the bargaining table if you can. On average, this … Read Teams across cultures
Adapted from “Uncover Hidden Value with a Post-settlement Settlement,” first published in the Negotiation newsletter.
You’ve reached an agreement that you find satisfactory and your counterpart does as well-but you can’t shake the sense that you could have done even better. For example, you might be happy with the price you achieved in a purchasing contract … Read After the deal is inked
Adapted from “Set off a Chain Reaction,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Artful sequencing in negotiation means lining up deals so that each agreement increases the odds of nailing down the next one. A hedge fund manager might find that certain investors will decline to put their … Read Get the sequence right
Adapted from “Entitlement in Negotiation,” first published in the Negotiation newsletter.
Simon Gachter of the University of St. Gallen in Switzerland and Arno Riedl of the University of Amsterdam studied the tendency of negotiators to maintain allegiance to past norms concerning entitlement, even when those norms are unrelated to the parties’ real bargaining power. The researchers … Read How entitled are you?
Women need to take the initiative in asking for a raise, Associate Professor Hannah Riley Bowles at the Harvard Kennedy School explains in a New York Times article published May 14. Her studies show that women need to take the initiative to ask for more pay and need to employ a … Read More
Adapted from “How High Should You Aim?”, first published in the Negotiation newsletter.
Research shows that moderately difficult goals can energize people and increase their performance. In negotiation, parties with relatively high aspirations often negotiate higher individual payoffs. But there can be a downside: impasse and unethical behavior may be more likely.
In a study conducted by … Read Aim high…or not?
